1. Corporate Research Forum
The Impact of Technology & Social Media on Learning
Wednesday 20th June 2012

2. Agenda 9.30 Introduction 9.40 Initial discussion at tables
Overview of research
Three company examples
Tea & coffee break
Group discussion
Plenary feedback
Panel discussion with L&D experts
Lunch and networking

3. Report overview Challenges and opportunities The state of play
The way forward

4. Operating environment

5. Initial headlines
Intensifying, globalised competition, innovation, economic pressures; volatile environment
Old ways of learning can’t keep up
New media revolution
making informal learning easier and quicker
not just peer-to-peer but collective learning/action
Digital competence and governance demands new skills, understanding and strategic focus
Challenges for leaders, HR/L&D, IT and other central functions

6. It’s all going mobile… Device push – smartphones, tablets
Peripatetic workers, time at a premium
Supporting just-in-time learning and performance
Adapting content for mobile
and also
Learning in your own time and place
Home learning/work increasing
Video-conferencing and video-telephony
enabling virtual classrooms, distance coaching
Cost and ‘green’ benefits
Security pros and cons

7. ….and ‘social’ Facilitating groups and communities
starting with recruits and programme alumni
enhancing COPS and academies
Easing/widening access to knowledge
intuitive tools – little training required
accelerating problem-solving
video – emulating You Tube
advances in cataloguing and tagging
Democratising learning and thus business improvement – don’t wait to be told

8. Social media driving convergence

9. Able to change at ‘warp speed’

10. Home or work?

11. What’s the state of play?
Some organisations say they are becoming ‘social’
But….many more are at an early stage
Starts with reacting to customers and recruits
Internal usage has been an afterthought
Users’ frustration stimulating bottom-up DIY
And also...debate and divergence re devices
However...
Everyone now ‘working on’ 70/20/10
Many freshening up e-learning ‘content dumps’
By 2012 most are incorporating mobile and social in learning and communication strategies

12. Obstacles to progress
Leaders who know too little about learning and how technology can help
some are dismissive or fearful
allowing silos to persist
Some HR and L&D rooted in the past
still wedded to instruction and control
not tech savvy, numerate, or sufficiently OD
lack of vision and influence at the top
IT - struggling with legacy systems, not focused on human systems
Security fears – mostly misplaced

13. Areas of debate Devices – from bans to BYOD ‘Social’ isn’t serious
Digital natives - or “it’s (not) generational”
KM and learning – closing the old divide, and moving from ‘managing’ to enabling
From blended to integrated learning
Balancing tensions - information protection, intelligence gathering and engaging people
Explicit and shared communication policies
Measuring success – the RoI question

14. Principles to guide strategy
Responsibilities for development
self-development
Mgrs as learning leaders, role-modelled at top
Pull not push
Connect where and when it suits
Collective and viral knowledge-sharing
Recognise learning and collaboration evangelists
Integrate learning, collaboration, improvement and innovation
Ensure central functions plan & work together
Anticipate technology shifts

15. ‘New’ L&D

16. The other key actors Boards and learning/digital governance
ensure leaders enhance learning culture, are role-models of good practice and tech-savvy
focus on digital competence, inc. HR/L&D capability
Leaders – building capability and talent focus into strategy, and the trust that allows learning, collaboration and high performance to develop
IT – partner with HR/L&D in integrating human and technology systems harmoniously
Comms – partner with HR/L&D, eg in developing coherent internal/external social media practices
Business transformation units – fully OD capable

17. A few final thoughts
“Social media disintermediates – it crosses and by-passes hierarchy. That’s inherently frightening to yesterday’s managers, so often wedded to command and control and resistant to transparency.” Clive Shepherd, Chair E-learning Network
“There’s huge untapped potential in most companies – and the flipside is vast dysfunctionality and wasted energy. Corporate culture needs re-inventing, it’s not a technology issue.” Clifford Burroughs, CIO, United Biscuits
“Learning professionals who have the ear of senior management ….have learned that every conversation had better include information about money or time saved, revenue or new business generated, or customer problems solved." John Cone, former Chief Learning Officer, Dell

18. Cathy Doyle-Heffernan – Dyson Patrick MacDonald – Ericsson
Discussion with
Cathy Doyle-Heffernan – Dyson
Patrick MacDonald – Ericsson
Ian Bird - IBM

19. Group discussion - process
35 minutes discussion at tables
6 questions shared out between tables
Choose a ‘rapporteur’ at each table
Record answers & contributions on sheets provided
Include - examples of good practice, things you’d do differently, what helps and hinders
20 minutes plenary 19

20. Issues to debate L&D as learning architect, inc using technology
2 Success in embedding informal learning
Integration of learning, communication, business improvement and innovation
L&D’s role/success in developing ‘learning leaders’
Balancing information protection, intelligence gathering and engaging people
Measuring success in investing in new learning/communication practices and systems 20

21. Discussion with Peter Butler & Donald Taylor

22. CRF’s forthcoming events
DATE
EVENT
12 Sept
Workshop & Report (Trinity House)
Succession Planning
3 & 4 Oct
International Conference (Athens)
Creativity & Innovation
13 Nov
Future of Work

23. Wednesday 3rd & Thursday 4th October 2012
Creativity & Innovation Conference
We will be exploring four spheres of Creativity & Innovation
Communities
Organisations
People
Collaboration
Wednesday 3rd & Thursday 4th October 2012
Hilton Hotel, Athens